Resolving marketing dissatisfaction: Time for CEOs to take a more proactive role in marketing performance.

Chasefive Management

Anyone fortunate enough to manage a marketing function or be responsible for a marketing budget would confirm the marketing landscape is facing several challenges causing disruption and requiring a new approach to marketing management.

The traditional boundaries between marketing practice and other customer-facing functions have become less clear, and marketing operational complexity is constantly increasing, making it crucial for the businesses to adapt to these new realities.

Amid these dynamic shifts, it's clear from numerous studies and publications that dissatisfaction with marketing efforts is widespread among business leaders. A notable example is a study published by the Harvard Business Review, revealing that 80% of CEOs are not satisfied with the performance of their Chief Marketing Officers (CMOs), citing a lack of trust.

The widespread discontent can be attributed to a multitude of factors. Chief Marketing Officers (CMOs) encounter immense pressure to achieve tangible and measurable results in the evolving marketing landscape. At the same time, business leadership teams face the challenge of effectively integrating marketing into their organizational structure, given the increasingly blurred boundaries between distinct marketing responsibilities in other functional areas.

Exploring the reasons behind businesses' dissatisfaction with marketing.

Frequently cited reasons for the general dissatisfaction with marketing among CEO and business leaders include multiple crucial issues. Among these, a recurrent concern is the lack of quantifiable outcomes, where marketing endeavours struggle to deliver concrete, measurable results demonstrating a clear return on investment.

Misalignment with organizational objectives also ranks high on the list of discontents. Marketing campaigns are frequently said to need to be more closely aligned with broader business goals, leading to frustration and a sense of disconnect.

In addition, inadequate cross-functional collaboration with other business functions often hinders effective marketing planning and execution. Poor interdepartmental integration and a lack of communication can lead to disjointed execution.

Another significant cause of dissatisfaction is the failure of marketing teams to grasp the intricacies and specificity of their respective industries, resulting in messaging and strategies that fall short of resonating with target audiences.

Insufficient ability to adapt to ever-changing market dynamics trends leaves businesses yearning for more agile and responsive marketing efforts that can better address evolving customer preferences and market trends.

Finally, a need for more clarity on scope and competencies especially among production execution teams is a frequently cited reason for lack of efficiency and suboptimal performance.

It's no surprise that the tenure of Chief Marketing Officers is shorter than that of other C-suite roles.

A holistic view of marketing organizational planning.

Successfully integrating business vision and marketing production necessitates the active involvement of the entire organization's leadership and management team throughout the marketing process, from planning to resourcing and execution.

The diagram below, adapted from Jonathan Trevor and Barry Varcoe's alignment test, provides a simple way to evaluate how a marketing plan is aligned with a company's strategy and assess the potential risks and pitfalls.

Strategic marketing alignment diagram. Giovannoni, E. (2023). Modern Marketing Architecture: The Official FAPI Marketing FrameworkTM Guidebook. Chasefive.

The alignment diagram emphasizes two clear keystones of marketing success. Firstly, the organization's tactical marketing plans and business plan must be integrated. Secondly, the marketing resources and capability must correspond with the marketing plan.

An anecdotal early-stage litmus test for business leadership teams to determine whether their business and marketing organizations require better integration is when the company tends to consider individual marketing 'big ideas' as solutions to enhance marketing performance rather than viewing the marketing organizational performance as a whole.

Difficulties in aligning business vision with marketing execution.

Many executive teams tend to tackle marketing reactively by responding to immediate needs or ad-hoc opportunities rather than adopting a strategic approach to organizational planning, yet the battle for alignment between business direction and marketing execution is won or lost in the planning stage.

A modern marketing organizational plan needs to be collaborative and coherent, starting with correctly 'encoding' the business vision and objectives in the marketing plans. CEOs and business leadership teams need to take responsibility for leading the process starting with the strategy 'encoding' stage.

The strategy-encoding process stands as a core responsibility of the business leadership team, collaborating closely with the CMO. In the strategy encoding process, the CMO acts as a gatekeeper to identify any gaps or ambiguity in the strategy brief that could pose risks during the execution stage and ensure these are addressed before decoding the strategy into a comprehensive tactical plan.

A classic example of how frequently the process of encoding the strategy is overlooked or misinterpreted is the common practice by businesses of all sizes to dive into marketing production as soon as budgets are approved without first crystallizing the marketing architecture.

Closing the gap between business strategy and marketing execution.

To effectively translate business strategy into successful tactical marketing activities , a comprehensive end-to-end approach to marketing organizational planning is essential. This process should revolve around key principles that form the foundation for alignment and collaboration. In summary, the keystone requirements can be outlined as follows.

1: Integration.

Integrate all functional leads into the planning process.

It is crucial to involve all key stakeholders in the marketing planning process, including managers from all functional teams, such as sales, product development, customer service, and other relevant departments. Encouraging open communication, resource sharing and responsibility will lead to developing a more cohesive and unified plan.

2: Tactical marketing models.

Adopt a tactical marketing model fit for the business model.

In today's rapidly changing business environment, technology adoption and disruptive business norms have made it difficult to distinguish between different traditional tactical marketing models. Simply relying on standard structures like B2B, B2C, or D2C may not lead to the best alignment between marketing implementation and business goals. The lines between tactical marketing models need to be better defined by identifying how specific target audience behavioural traits and business model characteristics intersect (refer to the FAPI Marketing Framework™ Tactical Marketing Models Matrix).

3: Preparation

Only begin production once the bill of materials is ready.

Starting marketing production without a complete architecture plan and bill of materials can cause significant deviations from the business vision. To mitigate this risk, it's essential to follow a sequential project flow, making sure all execution parameters, such as resource plans, performance indicators, and outcome projections, are clearly defined prior to commencing production.

4: Clarity.

Allocate clear responsibilities, workflows and scope of work.

Poorly defined responsibility allocation during execution can significantly impact production workflows, causing confusion and inefficiencies. All production team members must have a clear understanding of their specific roles and a tactical awareness of the entire marketing plan. Lack of clarity can lead to inconsistent flows resulting in fragmented execution and risking the loss of direction.

5: System thinking.

Interpret insights holistically.

The main aim of marketing data analysis is to predict and control outcomes. However, the complex nature of marketing requires us to understand analytical insights as a whole, focusing on the interrelation of all marketing efforts and understanding correlations rather than breaking marketing activities down into individual isolated parts.

Anyone working in or with marketing would easily recognize real-life scenarios for most of the abovementioned points. The challenge of addressing these issues, even in a small organization, cannot be overstated, and it demands both strong leadership and tactical execution know-how. Yet, this is the expectation for today's modern marketing leaders, who must be astute marketing strategists, competent project managers, and technically savvy specialists.

Placing marketing teams in a position to excel.

A comprehensive marketing planning and organizational framework is a strategic investment. A strong marketing structure not only gives business leadership teams control over the marketing organization but empowers marketing production teams with the necessary resources, direction, and focus to unleash their creativity and innovation, allowing them to concentrate on creating compelling campaigns that truly resonate with the target audience and can yield results, leading to improved outcomes, heightened efficiency, and maximized return on marketing investment (MROI).

Marketing has assumed an increasingly significant role in organizations; however, the workflows and methodologies utilized do not correspond proportionally to the level of responsibility. Marketing lags behind other industries such as manufacturing, engineering, IT, or logistics when it comes to organizational planning. There is no doubt that it is the responsibility of senior leadership teams to address this issue and close the gap between business strategy and marketing execution.

Get in touch to learn more about the FAPI Marketing Framework™

< Older Post

Newer Post >

How to build a data driven culture in marketing teams. Transforming marketing data from "noise" into operational insights

By Chasefive Management • January 21, 2026

Establishing a truly data-driven culture goes beyond simply gathering information; it involves a significant transformation. Based on the principles of the FAPI Marketing Framework™ , raw data, which is often seen as just "noise," needs to be refined into a structured ecosystem. This evolution is essential for guiding strategic decision-making and optimizing performance. One of the core principles is clear: data without a structured approach becomes a distraction rather than a tool for success. To truly harness the value of data, teams must create a system that promotes purpose, logic, and clarity in their processes. If you're ready to move past merely collecting data and wish to cultivate marketing systems driven by insights , here’s a step-by-step guide to building that culture. 1. Establish Purpose and Benchmarks Before Execution A data-driven culture begins with preparation. Data without structure is just noise, so the Framework mandates that the Plan Master must establish benchmarks and Key Performance Indicators (KPIs) before execution begins. Define the "Why": Teams must understand not just what is being measured, but why it serves a purpose. This avoids costly misalignment and inefficient resource allocation. The Four Pillars of Readiness: To prepare data for decision-making, the team must ensure four elements are in place: defined target metrics, data collection infrastructure, contextual data (historical trends/benchmarks), and conditional data logic. 2. Climb the "Marketing Intelligence Ladder" The framework advocates moving the team from basic reporting to strategic action by climbing the " Marketing Intelligence Ladder. " A data-driven culture evolves through these stages: Descriptive & Diagnostic: Moving beyond simple Reporting (what happened) to Analysis (why it happened). Predictive: Using Forecasting and Predictive Analysis to anticipate future outcomes like churn risk or lead volume. Prescriptive: The ultimate goal is Prescriptive Analysis , where data answers the question, "What should we do about it?" recommending concrete actions to maximize impact. 3. Implement "Data Conditionality" To remove bias and guesswork, the framework introduces the principle of Data Conditionality . This involves establishing pre-defined outcomes based on specific results using "If [Condition], Then [Action]" logic. Automated Decisioning: By defining these rules in advance (e.g., "If engagement drops below X, trigger Campaign Y"), teams can react immediately to data shifts without arbitrary debate. Proactive vs. Reactive: This logic allows for both reactive adjustments to performance and proactive preparation for anticipated trends.

Expanded 2026 FAPI Marketing Framework Academy Course: A New Standard for Operational Marketing Excellence

By Chasefive Management • January 19, 2026

The FAPI Marketing Framework Academy today announced the release of its 2026 Certification Course , representing the most significant evolution of its training program to date. Now expanded to 54 comprehensive lessons , the 2026 edition transforms the curriculum from a strategy workshop into a full-scale operational certification pathway designed to help organizations move from campaign execution to marketing organizational planning.

The Brand DNA factor: Mastering Brand Positioning with the FAPI Framework

By Chasefive Management • January 2, 2026

In the noisy world of modern marketing, it is easy to mistake a catchy slogan or a viral campaign for a brand strategy. But true market power comes from something far deeper. According to the FAPI Marketing Framework , competitive positioning isn't just a marketing tactic—it is a mission-critical business decision that defines who you are, where you play, and why you matter. In the FAPI model, Competitive Positioning is the "North Star." It resides in the Frame Module , meaning it is a non-negotiable, long-term strategic foundation that must be established by leadership before a single piece of tactical planning begins. Here is how the FAPI Framework breaks down the art and science of securing your place in the market. 1. The Core Trinity: Defining Your Stance At its most basic level, FAPI dictates that you cannot position a brand until you have clear, distinct answers to three fundamental questions. These form your brand Positioning Statement : What is our core purpose? (Why do we exist beyond making money?) What is our core promise? (What can the customer always count on us to deliver?) What is our core capability? (What do we do better than anyone else?) If you cannot answer these, you don't have a position—you just have a product. 2. The Scorecard: Six Benchmarking Criteria How do you know where you stand relative to the competition? The FAPI Framework replaces guesswork with a scoring model. To find your distinct place in the market, you must benchmark yourself and your competitors against these six dimensions: Product/Solutions: The depth and range of what you offer. Purpose: How well your actions align with a stated cause (crucial for non-profits or purpose-driven brands). Pricing: Price competitiveness (typically, a lower price earns a higher score here). Credentials: The qualifications, awards, and certifications that prove your expertise. Innovation: Your ability to disrupt the market or challenge existing norms. Client Experience/Service: The delivery of exceptional service and support. By scoring these, you can visualize exactly where "white space" exists in the market and where you are currently winning or losing. 3. The Reality Check: Alignment is Not Optional One of the most powerful tenets of the FAPI Framework is Alignment with Product Reality . Positioning is not a coat of paint you apply to a crumbling wall; it must reflect what is actually being built. The Volvo Rule The framework cites Volvo to illustrate this. A manufacturer cannot position itself as the "Safety Brand" if its engineering team is designing open-top, reckless sports cars. If the product reality does not match the desired position, marketing cannot "spin" it. Instead, the business must reverse-engineer the positioning to align with what actually exists. 4. The brand "DNA" Factor: Strategic Immutability Because positioning sits in the Frame Module, it is treated as the business's DNA. It is not something you change just to capture a quick trend. The FAPI framework asserts that brand positioning acts as a hard boundary for the marketing team, rather than a flexible variable. Because positioning is part of a business’s fundamental "DNA," an established brand cannot simply pivot to a contradictory market segment—such as a premium provider suddenly targeting bargain hunters—merely to capture short-term revenue. Such a move is never viewed as just a "tactical campaign"; it represents the effective termination of the brand’s identity. Therefore, the defined position must serve as a strict guardrail, automatically disqualifying any marketing activity that conflicts with the brand's core promise, regardless of the potential for quick profit. 5. The Ultimate Judge: Consumer Validation Finally, the FAPI Framework offers a humbling truth: You don't own your position—your customers do. While leadership defines the desired position, the market validates it through Co-Production . A brand is only afforded the position that customers believe it deserves. In the FAPI Marketing Framework, positioning is not an exercise in creative writing. It is a rigid, strategic discipline. It requires honest benchmarking, strict alignment with product reality, and the humility to listen to your customers.

How Onyx Coating Uses the FAPI Marketing Framework to Bring Structure, Alignment, and Accountability to Marketing

By Chasefive Management • December 18, 2025

From Disconnected Activity to Structured Marketing Management As Onyx Coating continued to expand its global footprint across ceramic coatings, paint protection film (PPF), and surface protection solutions, the complexity of managing marketing across regions, products, and channels increased. Rather than treating marketing as a collection of individual tactics, Onyx Coating adopted the FAPI Marketing Framework to manage marketing as a structured, end-to-end business function . The framework provides a clear sequence— Frame, Architecture, Production, and Insights —that connects strategy directly to execution and measurement. This shift has allowed the marketing team to move away from ad-hoc activity and toward disciplined, repeatable planning. A Shared Master Plan That Eliminates Silos One of the most immediate impacts of implementing the FAPI Marketing Framework was improved alignment across the marketing team. According to Amjad Elsayed, Marketing Manager at Onyx Coating , the framework introduces an “engineering” mindset to marketing—one that forces structure, clarity, and consistency. “The FAPI Marketing Framework is a systematic approach that helps us plan and execute marketing with real structure,” says Elsayed. “It aligns the entire team around a shared master plan and prevents people from working in silos.” By establishing a single strategic Frame and a defined Marketing Architecture , every campaign, channel, and initiative is connected to the same objectives. This ensures that regional teams, product marketing, and execution resources are all pulling in the same direction. Clear Accountability Between Strategy and Execution Another critical advantage of the FAPI Framework is how it clarifies ownership and accountability inside the marketing function. In many organizations, responsibility for strategy and execution is blurred—leading to misalignment, duplication of effort, and gaps in delivery. FAPI addresses this by clearly separating strategic responsibility from executional responsibility. “The framework clearly defines who owns strategy in the Frame phase and who owns execution in the Production phase,” explains Elsayed. “That clarity improves accountability and raises the overall professionalism of the marketing team.” This separation allows senior marketing leaders to focus on strategic direction and priorities, while execution teams operate with clear briefs, expectations, and performance measures. Marketing as a Scalable Operating System For Onyx Coating, the value of the FAPI Marketing Framework goes beyond better planning—it creates a scalable foundation for growth. By embedding the framework into its marketing planning and management processes, Onyx Coating can: Maintain consistency across global markets Scale marketing activity without losing control or clarity Improve coordination between strategy, execution, and reporting Demonstrate marketing productivity and performance more transparently This structured approach supports Onyx Coating’s broader commitment to operational excellence and long-term brand leadership in the automotive paint protection industry. Raising the Standard for Marketing Operations The adoption of the FAPI Marketing Framework reflects a broader shift in how modern marketing teams operate. Rather than relying on individual brilliance or disconnected campaigns, Onyx Coating has chosen a system that treats marketing as a managed, accountable discipline. By applying structure, shared planning, and clear accountability, the Onyx Coating marketing team is better equipped to execute at scale—without sacrificing alignment or strategic intent. For organizations facing similar challenges, Onyx Coating’s experience highlights an important lesson: marketing performance improves when marketing is managed like a system, not a collection of tasks. Find out more about Onyx Coating at www.onyxcoating.com

How difficult is it to implement the FAPI Marketing Framework?

By Chasefive Management • December 15, 2025

Implementing the FAPI Marketing Framework is conceptually straightforward, but it can be operationally demanding, especially the first time an organization adopts it at scale. Generally, implementation is moderately to highly difficult because FAPI functions as an organizational operating system, not merely a campaign or tactical framework. The framework itself is clearly defined as four sequential modules— Frame, Architecture, Production, and Insights —with fixed deliverables and terminology, so teams do not have to invent their own processes from scratch. The real difficulty lies in aligning current ways of working, roles, and data flows to this end‑to‑end structure, which represents a significant change for many marketing teams. Unlike lighter models such as AIDA or the 4Ps—which can be applied independently to a single ad, channel, or product—the FAPI Framework requires a fundamental shift in how marketing operates within the organization. Specifically, it requires restructuring how the marketing function interacts with other business functions (including the C-suite) and how day-to-day work is planned, executed, and measured. Because the FAPI Framework is an organizational marketing management framework rather than a creative or channel framework, it demands changes to governance, decision-making, accountability, and execution discipline across the marketing function. Breakdown of implementation difficulty The framework is composed of four sequential modules, with implementation difficulty typically peaking in the first two phases. ✅ Frame Difficulty level: Medium Requires C-suite involvement. The "Plan Master" must extract and formalize marketing strategy keystones from leadership. ✅ Architecture Difficulty level: High Requires translation. High-level business goals must be translated into a structured, executable marketing plan before any creative work begins. ✅ Production Difficulty level: Low Standard execution (campaigns, content, activation). Most teams already do this well; FAPI simply adds structure and discipline. ✅ Insights Difficulty level: Medium Requires rigorous analysis. Teams must perform ego-free analysis focused on business outcomes—not vanity metrics—and feed insights back into the strategy. The three key implementation challenges If you attempt to roll out the FAPI Framework in your organization, you must plan to address the following friction points: A. The “Strategic Gap” ( Frame Module ) Most marketing teams operate in a tactical bubble—they infer business objectives and immediately begin execution. FAPI explicitly forbids moving into execution until the Frame is clearly defined and approved by the C-suite. The challenge: You must require the CEO or Board to provide clear, written input on commercial objectives, competitive positioning, and priority audiences before any campaigns launch. Many leadership teams resist this level of specificity and accountability. B. Project leadership. The Need for a “Plan Master”. The FAPI Framework depends on a clearly defined role—often referred to as the Plan Master or Marketing Architect. This role is not simply a CMO; it acts as the translator between executive intent and operational marketing execution. The challenge: It is difficult to find or develop an individual who combines: The strategic authority to challenge and clarify executive direction. The operational rigor to manage detailed plans, dependencies, and workflows. C. Implementing sequential discipline FAPI is an intentionally sequential system. Architecture cannot be skipped to accelerate Production. The challenge: In fast-moving or agile environments, teams are accustomed to “test and learn” approaches. FAPI requires teams to plan and build first, which can feel slow or bureaucratic to organizations that prioritize speed over structure. Factors that reduce difficulty On the other hand, the framework is designed to be learnable and repeatable. Guidebooks, training, and a defined playbook structure lower the conceptual barriers for both beginners and experienced marketers. Organizations that already manage campaigns with clear objectives, standard processes, owned data, and regular performance reviews will find much of FAPI maps onto what they already do; for them, adoption is more about renaming and tightening than wholesale reinvention.

The Plan Master. The Central Force Behind High-Performance Marketing Management

By Chasefive Management • November 26, 2025

In high-performance marketing organisations, success doesn't happen by accident—it is engineered. The FAPI Marketing Framework™ codifies this principle by defining clear roles, structures, and processes that transform strategic intent into measurable marketing outcomes. At the core of this system sits a pivotal leadership role: the Plan Master . Often misunderstood as a mere project manager or senior marketer, the Plan Master is, in reality, the marketing operational architect , strategic interpreter , cross-functional conductor , and insights-driven decision maker behind the entire FAPI program. They are the "glue" that holds together the four modules of the FAPI Framework—Frame, Architecture, Production, and Insights—and ensure that strategy and execution flow as one continuous system. This article explains what makes the Plan Master role so central to marketing performance, why it exists, and how it elevates a business’s marketing capability far beyond traditional marketing management. How the Plan Master Operates Across All Four FAPI Marketing Modules The Plan Master is the only role that spans the entire framework. Their responsibilities shift and expand as the organisation moves through Frame → Architecture → Production → Insights. 1. FRAME MODULE: Vision Decoder / Encoder At this stage, the Plan Master ensures: Commercial objectives, competitive analysis, and audience definitions are complete and correct The senior leadership’s strategic direction is accurately captured in the framework All stakeholders understand and agree upon the strategic foundations before any planning begins The output of the Frame is strategic clarity—owned, maintained, and enforced by the Plan Master. 2. ARCHITECTURE MODULE: Operational Architect & Designer Key responsibilities include: Designing the operational Architecture for the marketing function Coordinating and producing the Marketing Playbook Defining the tactical marketing model appropriate for the organisation Overseeing financial management and ensuring a strong Return on Marketing Investment (ROMI) In this module, the Plan Master becomes the blueprint engineer—turning goals into workflows, budgets, and actionable plans. 3. PRODUCTION MODULE: Coach, Drummer, and Operational Leader Once the plan is activated, the Plan Master shifts into execution mode: Leading kickoff meetings Supporting Production Executives Removing roadblocks and enabling the team to move faster Ensuring every task aligns with the Marketing Playbook Blending creativity with commercial discipline They keep the rhythm of the system—the “drummer” ensuring pace, tempo, and consistency. 4. INSIGHTS MODULE: Master of Insights The Plan Master also leads the measurement and optimisation engine: Establishing benchmarks and KPIs before execution begins Organizing data flows and reporting structures Interpreting results and turning them into improvements Driving continuous optimisation across all modules Their role ensures that marketing does not operate on intuition, but on structured learning and measurable performance. The Management Style That Defines a Plan Master The Plan Master’s effectiveness is not based solely on technical skill. Their leadership style is just as crucial. Servant Leadership They empower teams, rather than command them. Their focus is on enabling others to perform at their best. Diplomacy & Cross-Functional Influence Because team members often do not report directly to the Plan Master, influence—not authority—is their greatest tool. They negotiate for resources, align competing priorities, and maintain organisational harmony. Operational Decision-Making When priorities change or unexpected issues arise, the Plan Master makes decisive, informed choices that protect both strategy and delivery. Quality Control They champion standards, enforce SOPs, and ensure marketing output is consistently high in quality. Why the Plan Master Matters More Than Ever Modern marketing is too fragmented—and too high stakes—to be run through ad-hoc coordination, siloed specialists, or disconnected teams. Without a central figure to harmonize strategy, architecture, execution, and insights, businesses experience: Misalignment between strategy and operations Inefficient spending Repetitive mistakes Slow execution Lack of accountability Weak performance measurement The Plan Master eliminates these issues by creating a unified, structured, and continuously improving marketing operation.